【正文】 n the realm of metrics shared by highperforming organizations. Highperforming revenue cycle hospitals evaluate performance frequently, are willing to look beyond traditional metrics as needed, and highly value and incorporate consumer perspectives. Monitoring and Reporting revenue cycle hospitals share a pulsion to measure and monitor performance, and they do so frequently based on metrics that also are frequently reviewed. The metrics used vary, but the constant among topperforming organizations is the need for frequent, timely review and reporting of performance to metrics. Frequent performance monitoring and reporting is essential to track performance—improvements and declines—over time. Importantly, the information and insights gleaned from performance reports are shared with the employees whose work is reflected in those reports. And, more often than not, researchers note that realtime tracking and reporting is more often a norm among highperforming organizations, so that the information can be timely incorporated into strategies to improve. As noted, the metrics vary by hospital. In patient access, metrics may include registration errortracking systems or call length and call abandonment rates for willingness to embrace nontraditional metrics is a trait shared by highperforming hospitals that, in turn, results in natural variances as metrics are designed and tailored based on the needs of the respective organizations. It is not that traditional metrics are cast aside. Rather, traditional metrics are supplemented with nontraditional measures that allow highperforming hospitals to gain a better understanding of the origin of larger trends and to identify opportunities for improvement specific to their organization. Among the nontraditional metrics that highperforming hospitals tap are those that relate to the bottom line but are not financial data driven. For example, patient satisfaction measures are among the nonfinancialbased metrics used by high performing organizations to make a case for change that will ultimately impact financial performance. Although measuring patient satisfaction is not new and certainly is a traditional measure of overall performance, highperforming hospitals rely on this metric in a non traditional way, as it colors achievement in the financial realm. Another example of a nontraditional metric that impacts effective revenue cycle performance is the employee turnover rate. The reason: Reducing employee turnover is important to achieve high performing revenue cycle management goals, as continuity is a factor in the success of largescale revenue cycle initiatives. Thus, highperforming organizations often examine turnover rates as a metric, as this is an element that factors into financial results, and, thus, is an important albeit nontraditional metric used in making， the business case for initiatives for improvement. Consumers’ Perspectives,Highperforming organizations are taking consumer perspectives as gleaned through patient satisfaction surveys to new levels, seeking to improve the specific satisfaction measures used and the timing of gathering patient satisfaction data. Traditionally, patient satisfaction data are gathered after the patient’s visit to the facility but before the patient A critical ponent for success in any endeavor is effective munication. Highperforming revenue cycle hospitals recognize the critica